What do all those in the bottom section deal with? Things. Out-of-work people can’t handle things; students study about things; blue-collar workers move and handle things; white-color workers design or manage things.

Going to the upper section of the ladder, what do all these deal with? People. Supervisors manage people; sales people talk to people; executives direct people; leaders lead people. Holding one of these upper-section jobs requires learning about people.

Basically, there are three Knowledgist types, each with four subcategories:

Type One

Knowledgeable about people and things

Master

Craftsman

Journeyman – Practioner

Apprentice

Student

Type Two

High-touch people knowledge

Master

Craftsman

Journeyman – Practioner

Apprentice.

Student

Type Three

Technical knowledge knowledge of things.

Master

Craftsman

Journeyman – Practioner

Apprentice

Student

THE EVOLUTION OF KNOWLEDGE ITS CAUSE, EFFECT, AND CONTROL

The specific, definite sequence one must go through to attain each Knowledgist type and subcategory is:

Mentor in total control of student. (Dictatorship) (Apprenticeship)

Mentor maintains near-total control with some help and contribution by student. (Works for) (Internship)

Equal control, help and contribution by both mentor and student. (Works with) (Journeyman)

Self-determination bestowed upon journeyman by mentor passing control and empowering journeyman to act for himself. (Empowerment of) (Executive)

Craftsman and mentor agree on a co-motion and do it. (True cooperation and creation of agreement) (Co-Leadership)

Either craftsman or mentor in total control, either doing what the other wants without reluctance or reactions. (Co-Existence)

Millions of people today are becoming Knowledgists.

Knowledgists can’t be controlled by force and entrapment. Either may be effective temporarily but sabotage, hidden resentment, accidents, and things unexplainably going wrong will happen when the above rules are violated.

In semi-free societies that try to control by oppressive management techniques, a Knowledgist will tell the offending manager or company to shove the job and, taking vast amounts of knowledge with him, will leave.

Companies, groups, churches, and even countries that seek to suppress knowledge have witnessed their top people leaving in droves.

In an exodus that was called the “brain drain,” England saw as many as 200,000 top professional and skilled people leaving yearly from 1949 to 1965. That loss of knowledge and skill has had much to do with England’s decline of power until it’s a mere shadow of its former might.

The key ingredient that will drive Knowledgism forward is vast amounts of energy and the key ingredient of energy is life-force particles.

Sebastien R.N. Chamfort, an Eighteenth Century philosopher, said “A man of intellect without energy added to it is a failure.” This is true also of one’s Dreams and Aspirations.

Without energy to drive your Dreams and Aspirations forward, you can’t be a part of the Knowledgism era.